One of the biggest shifts I’ve seen is what I call the “go to the people” approach. Traditional public meetings still take place, but they’re just not as effective as they used to be. People have busy lives, and it’s hard to get everyone together at the same time.

Instead, we try to meet people where they are, whether that’s a school event, a local festival, or through existing community channels. Even short, informal interactions can lead to valuable feedback. We also build in time for one-on-one conversations with key stakeholders. Not everyone can attend a meeting, but their input still matters. Reaching out directly helps avoid surprises later in the process.

Another important piece is how we communicate. We put a lot of effort into translating technical concepts into plain language so people can understand what’s being proposed and how it affects them. When people understand the message, they’re more likely to engage in a meaningful way and help build the support needed to move projects forward.

One project that stands out is the Rittiman Road Grade Separation project in San Antonio, Texas. I’m especially proud of it because it shows how planning can directly lead to implementation.

Earlier in my career, I worked on a regional study that identified high-priority rail crossings for improvements across several counties. A few years later, we were asked to develop more detailed alternatives for specific locations, including Rittiman Road, and refine the recommendation.

We then built on that work to develop a federal grant application, and the project was funded on the first attempt, which is rare. That funding is now advancing the design, with GFT still involved, and will ultimately move the project toward construction.

In planning, it can take a long time to see our projects move forward, so it’s really rewarding to see how early planning work, stakeholder coordination, and a strong application all come together to advance a project.

I try to be intentional about how I use my time by blocking space on my calendar for team check-ins and one-on-one meetings. I treat those as priorities, even during busy periods.

I also think about mentorship as an investment. It may take more time upfront to coach someone or give them a new responsibility, but it builds capacity across the team and creates opportunities for everyone to grow.

Early in my career, I had leaders who trusted me with real responsibility and supported me along the way. That experience had a big impact on me, and I try to create the same environment by giving people space to take ownership while being there to guide them when needed.

I play volleyball about once a week, which has been a great way to stay active. I grew up playing sports, and that’s one I’ve been able to keep up with.

Something people might not expect is that I actually enjoy watching or listening to court shows like Judge Judy. It’s a simple way to unplug and give my brain a break.

A lot of my time outside of work is with my kids, whether that’s going to parks around Kansas City or just enjoying time together. Being outside is a big part of how I recharge.

For me, it’s the quieter moments that help the most. Going for a walk, riding my bike, or even mowing the lawn can be surprisingly relaxing. It gives me a chance to step away, clear my head, and reset.